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P ro je ct S y no ps is Pro yn o p s
A STUDY ON DIFFERENT APPROACHES OF PERFORMANCE APPRAISALS: A SPECIFIC STUDY IN SOFTWARE INDUSTRY
Project Synopsis checklist
1. TITLE OF THE PROJECT ...............................................................................3 2. EXECUTIVE SUMMARY .................................................................................3 3. STATEMENT ABOUT THE PROBLEM ..............................................................4 4. RESEARCH METHODOLOGY ..........................................................................6 5. QUESTIONNAIRE .........................................................................................9 6. CHAPTERISATION SCHEME ........................................................................16 6.1. Introduction ..............................................................................................16 6.1.1 Background of the Study ............................................................................16 6.1.2 Introduction to the IT System?.......................................................................16 6.2. Research Design ........................................................................................17 6.3. Company profile ........................................................................................17 6.4. APPROACHES OF PERFORMANCE APPRAISAL ..............................................17 6.5. Conclusion .................................................................................................18 6.6. Bibliography & Annexure ............................................................................18 6.6.1 List of Tables .............................................................................................18 6.6.2 List of figures ............................................................................................18 6.6.3 Questionnaire ............................................................................................18 7. PERFORMA FOR SYNOPSIS OF PROJECT WORK ..........................................18 8. Guides Resume..........................................................................................19 (This Project Synopsis is submitted in partial fulfillment of the requirement of Master of Business Administration, Institute Of Management Technology Centre Distance Learning, Ghaziabad)
1. TITLE OF THE PROJECT
A STUDY ON DIFFERENT APPROACHES OF PERFORMANCE APPRAISALS AND EVALUATION OF EMPLOYEE SATISFACTION: A SPECIFIC STUDY IN SOFTWARE AND COMMUNICATION INDUSTRY
2. EXECUTIVE SUMMARY
Performance appraisal is an important HRD mechanism. It is the process of evaluating the performance of employees in terms of the requirements of the job for which they are employed for administrative purpose, including suitable placement, selection, promotion, giving financial rewards and other action which require differential treatment between the members if a group as distinguished from actions affecting all the members equally. Earlier performance appraisal was considered as a simple and confidential method of rating the job performance of individual employees by their superiors for the purpose of giving those remarks and rewards. Early appraisal systems stressed assessment of personality tracts, which were difficult not only to measure but also to relate constructively to the job itself. The purpose of performance evaluation is to generate information to support administrative decisions. The difficulties in measuring performance in software companies like the performance evaluations are highly subjective. Goal setting is ineffective when goals are too simple, when goals of not constitute the goal job, when goal attainment is difficult to prove or measure, when performance is the result of term efforts, peer and subordinate rating not followed no incentive for performance, implementation of the appraisal system may not be as planned because of time constraint and span of reports. Over a period of time appraisal become a ritual. To address the above a study was conducted to study the different approaches of appraisals adopted by software companies. A sample of 30 software companies was taken. A structure questionnaire was administered to HR managers/ executives of different companies to elicit the information . Major findings of the study include the most common type of appraisal is the open system followed by MBO, a few companies followed 360 feedback while most of the companies are planning to implement this powerful new model for employee assessment and performance improvement. The positive areas/benefits of the appraisal system followed included training and development inputs, career planning, and objective I setting etc.
The criteria or measures to evaluate an employee in most of the companies are technical competence, performance, achievement vs. objectives, key result areas set at the beginning of a specific period, forming result oriented areas, leadership skills, team work, attitude are behavior oriented areas compensation increase is related to performance and depended on the performance code/rating give. Target is set for employee being appraised for a period of 6 months; checklist for carrying out appraisals and carrier planning is followed. 360° feedback process gives an all round perspective restricting the inconsistency factor that exist in traditional appraisal system. Organizations remove layers of management, flatten their structure, and begin using self-directed terms; the, only practical option for performance feedback is from multiple sources. As organization changes their culture to align with their vision and values, 360° feedbacks becomes an ideal choice to communicate the new competencies required by the new values.
3. STATEMENT ABOUT THE PROBLEM
The research intends to study the different approaches of appraisals adopted by software Companies and employee attitude, employee Satisfaction and industrial morale. It also analyses the most commonly occurring errors within performance appraisal methods and to understand the level of effectiveness of 360º appraisal in the industry 3.1 NEED AND IMPORTANCE OF THE STUDY
This study is conducted with respect to understanding the different appraisal systems conducted in the software industry and their effects thereafter in the same. Due to time and resource constraints, the study was restricted to the software industry in Delhi Region . 3.2 OBJECTIVES RESEARCH OF THE
1. To find out the different appraisal systems followed by software companies. 2. To find out who appraises the employees. 3. To analyze and study the benefits of the appraisal systems. 4. To analyze the shortcomings of the appraisal systems. 5. To identify the criteria and measures adopted to evaluate employee performance. 6. To find out the level of effectiveness of the 360 degree feedbacks. 3.3 REVIEW LITERATURE Purpos e OF
International Dimensions of Management) Almost all software companies responding do have formal appraisal programs. just over 23% use essays and about 17% use MBO. ANALYSIS STUDY OF PREVIOUS A survey about current practice. About 93% of smaller organizations (those with fewer than 500 employees) have such programs.PERFORMANCE SATISFACTION APPRAISALS AND EVALUATION OF EMPLOYEE The literature review section examines the importance of search studies. Among the large organizations. Those using essays as the main appraisal technique usually require an overall quantitative performance rating to facilitate employee comparisons for compensation decisions. Rating scales are by far the most widely used appraisal technique. appraisals are done annually. METHODS OF LITERATURE REVIEWING THE . These appraisals are in turn reviewed by the appraiser’s supervisor in 74% of the responding organizations. This analysis may reveal conclusions from past studies to realize the reliability of the secondary sources and their credibility. 20% use essays. approaching towards specific studies which do related to the judge the limitations and informational gaps in data from the secondary sources. 51% use rating scales. those using ratings as the main appraisal technique typically also require narrative comments to justify rating and to describe employee strengths and weakness and document development plans. which is followed in companies to appraise performance: ( Phatak. Virtually all employees (99%) are informed of the results of their appraisals. Only about 7% of the organizations use self-appraisal in any part of the overall appraisal process. About 62% of small organization use rating scales. company data or industry reports that serve as a foundation for the setup of study. The research dimension of the related literature and the relevant information begins from an explanatory perspective. Overall about 77% are given a chance to respond with written comments on their appraisals. However. In 69% of companies. and about 19% use MBO. This in turn enables one to rely on a comprehensive review for the study. The employee’s immediate supervisor makes Ninety two percent of appraisals. About 97% of large organizations have them.
With this the data received enables the researcher to accurately arrive at the problem of the study and the consecutively solutions to the same. may encounter difficulties in reconciling the roles of 'judge' and 'mentor'. newsletters. as an appraiser. SAMPLING TECHNIQUE The sampling technique adopted for the study is non-probability Random sampling technique according to the convenience of the researcher. records. It there by addresses the aims and objectives of the study. The manager. SAMPLE SIZE Data is collected using a sample of 30 software companies. CONCLUSIO N Performance management lays an evaluative and developmental dimension to its makeup. 4. The primary sources that provide relevant information are the best form to retrieve data from the research. The primary sources were encouraged with the help of distribution of questioners as well as conducting personal interviews. RESEARCH METHODOLOGY TYPE RCH OF RESEA The research design comprise of the plan and structure of investigation conceived so as to arrive at the responses to the research queries. Over concentration on the assessment of performance can work to the detriment of effort aimed at establishing the development needs of the individual in an open and honest way. this problem is solved by having different managers carrying out performance and development appraisals.PERFORMANCE SATISFACTION APPRAISALS AND EVALUATION OF EMPLOYEE The review of literature does scrutinize the important research studies. Managers need to develop the skills of coping with such tensions in their roles. The secondary sources were also relied on for additional information. Appraisal provides the context in which mangers can seek to ensure that there is acceptable congruency between the objectives of the individual and those of the organization . In some organizations. manuals etc. A questionnaire was administered to HR managers / executives of different software companies to obtain data for the purpose of analysis. both descriptively and analytically. and is crucial in both linking rewards to performance and providing a platform for the development of employees. It includes company journal. SAMPLE DESCRIPTION .
Secondary data like company journals. In the test of hypothesis it begins with an assumption or hypothesis is called Null Hypothesis.PERFORMANCE SATISFACTION APPRAISALS AND EVALUATION OF EMPLOYEE The sample mainly consists of data from the primary sources that are utilized for the purpose of this study. TEST PROPORTION FOR . Any hypothesis that contradicts the Ho (null hypothesis) is called an The technique used to test the alternative hypothesis and is denoted by symbol H1. TOOLS USED FOR TESTING OF HYPOTHESIS In attempting to arrive at a decision about the population on the basis of the sample information it is necessary to make assumptions or guesses about the population parameters involved such an assumption is called statistical hypothesis. Secondary data is collected from various records. newsletters. records etc. ACTUAL DATA COLLECTION OF Both secondary and primary sources of data are utilized for the purpose of this study. hypothesis is Test for proportion. Primary data is collected by means of administering a questionnaire to the Human Resource Managers / Executives in different software companies. Ho. which may or may not be true or not is called test of hypothesis or test of significance. Null hypothesis is usually denoted by the symbol. INSTRUMENTATION TECHNIQUE Questionnaire and structure disguised questions. This is done by means of administrating questioners to human resource managers / executives in different software companies in the city of Bangalore. The null hypothesis asserts that there are no significant differences between the statistics and the population parameters and whatever observes difference is there merely due to fluctuations in sampling from the sample population. manuals and other sources of the HR Department. were also relied on for retrieving further information.
The alternative The large random sample of size n from the population. hypothesis is H1: p P. By this automated data analysis it has minimized the researcher’s time constraint and reduced human errors and also accurate outlay of information. and the subsequent interpretation the researcher has adopted advanced version of MS-EXCEL 2000. OTHER SOFTWARE ANALYSIS USED FOR THE DATA For the data analysis. The null hypothesis is Ho : p = P. Then the sample proportion is p = x/n. the test statistics is | Z | = P = assumed level of effectiveness Q = 1-P p = level of effectiveness of sample n = sample size For the sample.PERFORMANCE SATISFACTION APPRAISALS AND EVALUATION OF EMPLOYEE Suppose the population of an attribute in a population is now known. . if | Z | cal < Ho is accepted.On the other hand. And so. Z = p-P PQ n Therefore. This application software has facilitated the researcher to construct the frequency table. we want to test whether the proportion is a given value P. let x units possess the attribute. if | Z | cal > k. various kinds of graphs and to find out the average responses from the sample. Ho is rejected .
HOW YOU FEEL ABOUT YOUR JOB? The questionnaire consists of nine sections. 2. You are not required to write your name. Agree (A) 5.PERFORMANCE SATISFACTION APPRAISALS AND EVALUATION OF EMPLOYEE 5. Strongly Agree (SA) SECTION I (Personal Details): 1. Indifferent (I) 4. The answers given by you will be kept confidential. Please assess the extent to which each statement describes you and your organization using the following five point rating scale. Age : ______________________________________ in the present Experience organization: ___________ SECTION II (Job Itself): S. You are requested to be honest and frank in your replies. IDENTITY TASK . each section having a number of statements. QUESTIONNAIRE There were two questionnaire were designed. My performance on the task determines or influences performance of my colleagues also.N O : A. SIGNIFICANCE TASK 12345 SD D I A SA 3. Disagree (D) 3. First has been designed to assess the job satisfaction level and morale of the employees in the organization. Second was designed for the HR of the specific software companies. Please answer all the statements. B. 1. encircle the most appropriate rating. Strongly Disagree (SD) 2.
1 2 3 4 5 SD D I A SA / 12. I feel that the task(s) I perform need independent charge and cannot be clubbed with some other responsibility. 1 2 3 4 5 E. RECOGNITION APPRECIATION AND SD D I A SA 15. Promotions decisions are taken objectively. AUTONOMY 7. 1 2 3 4 5 C.PERFORMANCE SATISFACTION APPRAISALS AND EVALUATION OF EMPLOYEE 4.N O GROWTH PROSPECTS PROMOTIONS 11. 1 2 3 4 5 13. I feel I can personally develop or grow in my job. I feel that my efforts are valued in the company. My job is usually interesting enough to keep me from being bored. There is flexibility and freedom in the job that I do. VARIETY SKILL 5. 12345 D. 1 2 3 4 5 6. The company has satisfactory promotion policy. 1 2 3 4 5 8. 1 2 3 4 5 SECTION III (Job Advancement/ Scope For Advancement): S. Good performance is also considered in promotion decisions. The organization believes in multi-skilling. Most days I am enthusiastic about my work. 1 2 3 4 5 14. 10. 1 2 3 4 5 . 1 2 3 4 5 SECTION IV (Manag ement Responsiveness): S. I am given independence in important decision-making.N O : A. INTEREST WORK IN 12345 9. I am given an opportunity to develop my skills further to do my job in the organization.
I feel my pay is fair. There is a fairly clear-cut and detailed grievance handling mechanism in place in my organization. 12345 12345 12345 D. 12345 18. 25. 19. 21. SECURITY 22. Linkages of incentives with performance are clear. 12345 E. 20. 28. 12345 12345 F. there is no threat to my job due to redundancy or any other reason. which enable me to improve my performance. Benefits. HANDLING GRIEVANCE 12345 26. I will be recognized and appreciated when I will go beyond what is expected in my job. My supervisor(s) constantly provide me feedback. Compared with people in similar jobs in other companies. In my understanding. My superiors involves me in the decision making process. 1 2 3 4 5 24. TRAINING LEARNING AND 12345 27 My company sends people for training when they need to learn new things related to their job profile. Perk. 12345 . All incentive schemes are transparent. There is a significant component in my compensation package that is performance linked.PERFORMANCE SATISFACTION APPRAISALS AND EVALUATION OF EMPLOYEE 16. PARTICIPATION MANAGEMENT / PARTICIPATIVE 23. I personally feel that my subordinates have to be given very clear directions to execute their work. FEEDBACK 17. I personally feel that monetary rewards alone are not sufficient to motivate me to work better. 12345 B.R development perspective. 12345 C. I can express frankly my feelings and reactions in the meetings and to my senior managers. It is my company’s express policy to proactively train people from a long term H. G. MONETARY Compensation) BENEITS (Pay.
31. 1 2 3 45 SECTION V (Working Groups & Culture): Factors included in this are: 1. 1 2 3 4 5 30. 12345 I. Supervisors try to use their expertise and competence rather than their formal authority in influencing subordinates. Knowledge and expertise are recognized and rewarded here. I am kept informed on what goes on here. I am satisfied with the communication and the way information flows around in my organization. Teamwork 6.N O A. Culture S. support from supervisors. I feel that ‘we’ work as a team of mutually complementing individuals in our section / department. GROUPS WORKING 12345 36. My company provides enough conducive environment – formally and informally – to work in teams.PERFORMANCE SATISFACTION APPRAISALS AND EVALUATION OF EMPLOYEE H. 34. Support from coworkers 4. SUPERVISION 33. My superior / boss gives me enough freedom to do things in my own way. 37. 12345 . Relationship with coworkers 3. SD D I A SA 12345 12345 12345 their B. REWAR D 12345 32. Supervision (Quality of supervision. Cohesiveness 5. My boss provides me enough guidance about how I should perform my job well. Mainly excellence in performance and getting tasks accomplished is rewarded. supervisory treatment. competency of the supervisor) 2. 35. SYSTEM COMMUNICATION 29.
1 2 3 4 5 SD D I A SA 12345 . I have convenient working hours.N O 43. 45. I think my position should be reflected through various status symbols. 41. SD D I A SA 12345 12345 12345 SECTION VII (Working Environment): Factors included in this are: 1. In a typical day’s work : We get good lunch and other snacking items. 42. 1 2 3 4 5 44. Transportation to my workplace and back is comfortable experience : Because the company has good transportation facilities. 12345 SECTION VI (Status / Occupational Status): S. etc. 1 2 3 4 5 39. People get along well with each other in my section. its what I am doing is important. environment 2. I feel exhausted by the time I am through with my day’s work. My organization ensures that hierarchical differences are clearly discernible. I don’t care about rank and job titles. The people I work with are very friendly and supportive of one another.N O : 40. Working hours 3. Transportation physical S.PERFORMANCE SATISFACTION APPRAISALS AND EVALUATION OF EMPLOYEE 38. 1 2 3 4 5 46. Provision of food 5. Fatigue and monotony 4. Conditions of work.
PERFORMANCE SATISFACTION APPRAISALS AND EVALUATION OF EMPLOYEE SECTION VIII (Social Relations): Factors included in this are:1. If yes. Do you appraise an employee by an appraisal system? Yes No 2. Our company organizes lot of events like sports meet. Participation in social activities 2. How often are appraisals carried out in your organization? Quarterly Half Yearly Annually Others (Please Specify) . Friends and associates. SD D I A SA 12345 12345 QUESTIONNAIRE FOR HR Name of Organization: Designation : Total No. recreational activities. 1 2 3 4 5 48. I would be reluctant to change to another company.N O : 49. Of Organization the employees in the 1. family outings etc. what is the system of appraisal adopted by your company? 3. 50. I think I can proudly tell the name of the organization I work for. Even if the company would reduce my salary because of financial problems. 12345 SD D I A SA SECTION IX (Organizational Commitment): S.N O : 47. My interaction with colleagues extends beyond office hours. S.
Is compensation increase related to an appraisal in any way? Yes No 11. Does the appraiser set targets for an employee being appraised? Yes No . What are the criteria used in your company to evaluate an employee? Performance Customer Focus Technical Competence Attendance Target Vs. Achievement Key Result Areas Quality of Output 3 Point Scale 5.PERFORMANCE SATISFACTION APPRAISALS AND EVALUATION OF EMPLOYEE 4. How is feedback given employees? Written Oral Detailed Summarized Self-Assessed Assessed to the Manager 8. What is the rating system used in your company? Scoring Comments Both If scoring is it Alpha Numeric Both 6. Do you share both positive and negative feedback with appraise in the same meeting? Yes No 9. is it integrated into the appraisal system you follow? Yes No 10. Do you follow a self-assessment of an employee? Yes No a) If yes. Do you obtain feedback on the person being appraised? Yes No 7.
2 Introduction to the IT System? This chapter will have an elaborate description of Information Technology and ERP systems. Do you have a checklist for carrying out appraisals? Yes No 13.1 Background of the Study This chapter would be designed in such a way to provide an overall scenario of the IT world and lateral shift of the Methods used and result observed.1. ERP is one of the latest developments in software for business enterprise wide Resources which Planning (ERP) System is an integrated business management system of performance suggestions and and . 6.1. CHAPTERISATION SCHEME The project would deliver the following topics: Introductio n Research design Company profile Approaches appraisal Findings. Introduction This chapter would provide a short introduction of what is Performance Appraisal and the Background of the research and what would be divided on 3 basic chapters as mentioned below. 6.1. About 93% of smaller organizations (those responding with than 500 employees) have such programs. period? for APPRAISALS AND EVALUATION OF EMPLOYEE what 3 Months 3-6 Months 6 Months 12 Months 12. conclusions Bibliography Annexure 6. Almost all software the companies do have formal appraisal programs.PERFORMANCE SATISFACTION If yes. What would be the level of effectiveness of 360 score when implemented as a form of appraisal? Less than 20% 20% 35% 35% .50% above 50% 6. Do you planning? follow Yes No career 14. About 97% of large organizations have fewer them.
The industry is forecast to grow more than fivefold over FY 1999-06.6 Methodology 6. 6.2 Need and importance of the study This study is conducted with respect to understanding the conducted in the software industry and their effects thereafter in the same different appraisal systems 184.108.40.206. Design Research APPRAISALS AND EVALUATION OF EMPLOYEE The research intends to study the different approaches of appraisals adopted by software Companies .1.2. 6. The industry continues to chart remarkable double-digit growth.4 Review of literature The literature review section examines the importance of search studies. 6.PERFORMANCE SATISFACTION 6.2. ITES-BPO and Hardware segments. “Performance appraisal is a formal structured system of measuring and evaluating an employee's job and how the employee can perform effectively in future so that the employee.2.3. organization all be benefited. company data or industry reports that serve as a foundation for the setup of study.1 Statement of the problem It also analyses the most commonly occurring errors within performance appraisal methods and to understand the level of effectiveness of 360º appraisal in the industry 6. at a CAGR of 28 percent.2. 6.2. profile Research Company 6.2.3 Objectives of the study To find out the different appraisal systems followed by software companies 6. Industry Trends. Indian IT industry The Indian IT-ITES industry is broadly categorized into IT services and software. with industry aggregate revenue for 2005-06 expected to reach US$ 28 billion." 6. Percentage analysis was used for in such analysis .5 Operational definitions of concepts A more comprehensive definition is.2. APPROACHES APPRAISAL OF PERFORMANCE Analysis of data was done with the purpose of summarizing the collected data and organizing these a manner that they answer the research questions.3.
6.1 List of Tables 6. Bibliography Annexure 6.PERFORMANCE SATISFACTION APPRAISALS AND EVALUATION OF EMPLOYEE of data and the results have been presented by way of pie charts. bar charts. Conclusion At the end of the project report we can mention why an organization would and should use an Effective Performance Appraisals techniques and its key benefits. 6.6. PERFORMA FOR SYNOPSIS OF PROJECT WORK PROFORMA PROJECT FOR SYNOPSIS WORK OF Name : Amit Kursija Enrol.: 52102420 Address for Correspondence : BA/ 45 110052 Mobile No: B Phase 1 Ashok Vihar Delhi +919873253288 Major area of specialization in which project work is to be undertaken: Human Resources Questionnaire attached Resume attached Consent Guide Phone Guide of Project Guide : Yes : Yes letter of Project : Yes No.6.3 Questionnaire of & 7. with the help of SPSS packag e 6.6. 2008 Date submission: of .5. of Project : 9990688283 August 14.2 List figures 6. No .
o Documentation and release of the Human Resources Manual for the organization. Ltd 2. Fidelity National Information Services know as Second Foundation (Earlier India Pvt Ltd) 3.PERFORMANCE SATISFACTION APPRAISALS AND EVALUATION OF EMPLOYEE 8. Gwalior (1997) Pursuing Diploma in Training & from ISTD. (1999) B. (MS -DOS. Oracle. o Designed Developed and implemented People Management policies and processes after benchmarking with the best in the industry and as per company requirements. 4. audits (BS7799. . Guides Resume As per the guidelines please find below the resume of Mr. D2k . Academic profile Master of Personnel Management & Industrial Relations 2 Years Full (MPM&IR).Com from Jiwaji University. He also assisted me run this project within our organization and assisted to go get the data from the other software companies in delhi and NCR region. Gurgaon ManagerHR Handling a team of seven HR professionals and overseeing all HR activities of the organization recruitment. Ltd.Office. C++. employee satisfaction. by suggesting HR skills and implementing innovative HR policies and initiatives. Dairy Development Manager-HR Aug 2006 – Till Date Assistant Manager-HR Aug 2005– Aug 2006 Deputy Manager-HR Aug 2004– Aug 2005 Senior ExecutiveHR Recruite r Nov 2002– July 2004 1999 – Nov Oct 2002 Key Responsibilities HR Strategy and processes o Contributing to HR strategy and ensuring that action plans are created and implemented to implement the strategy.NO ORGANISATION DESIGNATION DURATION 1. National Board (NDDB ) Deus Technology August 2006 to Till Date : Intersoft Data Labs Pvt. SSAD. Rajiv Malhotra who has guided and helped me design the below project. Intersoft Data Labs Pvt. Course from Jiwaji University. (HDSE) MS. To keep developing and be a part of a dynamic team and help the organization grow. organizational development. o Identifying Key Result Areas for the processes annually with respect to business Operations with inputs from the business heads and monitoring the implementation of these. Delhi (Final Development Semester) Work Experience S. Networking. Gwalior Time Post Graduate (1999) Higher Diploma in Software Engineering from Aptech. performance including management. Objectiv e To specialize in organization level Human Resource Planning and Development. CMMi) and compensation management etc. C. people practices. ISO27001.Designing of role competency matrix for each role in the o organization. without his approval and help this would not have been possible.. Internet Browsers) Windows 95/98/NT.
Feedback Records.PERFORMANCE SATISFACTION APPRAISALS AND EVALUATION OF EMPLOYEE Define and implement strategies for recruitment & resource management and implement strategies for recruitment & resource o Define management.togethers. Chandigarh o August 2006 : Assistant HR Manager- Company Profile National Information Fidelity ( Limited ) . various Visits to NGO. Training Attendance. identifying development plans for employees conducting ensuring the appraisal process is closed with the time line. Inventory Application Maintenance. Data Validation. analysis and finalization of rewards . participated in Implementation of Quality System for successful certification of o Actively BS7799. Performance Normalization meetings. completion of joining formalities in terms of process steps and Ensure o Skill documentation. Measuring Training Effectiveness and Training o Plan Analysis. Services Earlier know Second Foundation India Private a leading provider as global software services. o Taking care of entire employee engagement/retention/welfare. Ensuring fulfillment to Internal Customer’s expectations on time. Prepare / Update Monthly Manpower Report. specializes in of Business Security and Web Services solutions. Appraiser evaluation. Performance Management a fair and transparent process of appraisal through feedback sessions with o Ensuring employees Human resource presence (where and necessary). Monitoring and Maintaining of database on the basis for immediate future o Developing. ISO: 27001 & CMMi. o Anchoring the employee help-desk. Counseling from time to time on behavioral attributes. defusing conflicts. o Allocate resources to projects based on projections. Training and Skill Development o Prepare/Maintain Annual Training Calendar. E-Sat etc. Corporate Social Responsibility . o Manage Campus and Off Campus hire. Philanthropy. Intelligence. communication / rollouts. o Managing the overall Appraisal process – Policy Formulation & Clarification. Family Organizing Get. Employee Management & Organizational Development o Facilitation of OD Initiatives like compensation benchmarking. outsourcing and o Define induction. on a quarterly bases to ensure a transparent culture and o Employee Satisfaction Index healthy environment. o Ensuring effective HR Services deployment. Get-togethers (Monthly / Annual) like Fun Friday. Computer literacy camps. It houses more Software . o Sharing information with the employees in different forums. Process compliance & Service delivery as per SLA. than 650 employees. Monthly sports competitions. open house. Post-Appraisal data mapping. processes and policies for selection. coaching employees / managers in writing effective appraisals. o Define manpower recruitment plan. Addressing employee issues and o o o concerns. 2005 to August Fidelity National Services Foundation Second Limited Information India Private ( Earlier know as ). Reviewer evaluation. Self Appraisal. manpower requirements. schedule the induction events in anticipation of the dates of joining of for and Individuals. and shortlist candidates for interviews with line o Interview managers. building a congenial employees.Blood Donation camps. Goal Setting. o Conducting Exit interview and preparing Attrition Analysis as part of retention strategy. o Conceptualize and define systems & tools to support Resource Management. Employee Day. and performance friendly work atmosphere.
o Designed Developed and implemented People Management policies and processes after benchmarking with the best in the industry and as per company requirements.PERFORMANCE SATISFACTION APPRAISALS AND EVALUATION OF EMPLOYEE Job Responsibilities Policies & Procedures the design and implementation of HR strategies in a high growth environment and o Drive also formulate comprehensive HR policies. o Identification of behavioral and technical training o needs. Background and employment o Sourcing talent verification. Intranet etc. o Conduct Salary benchmarking exercises. Performance Management in review and implementation of effective performance appraisal uniformly all o Assisted across organizationthe . Goal Setting OD Initiatives o Facilitating healthy organizational culture by promoting open house discussions. o Active interaction with Resourcing team for taking inputs on market trends and equip them with recruitment guidelines. Campus and Off Campus hire and its o Plan for implementation. Training s o Organizing training programmes for existing employees and freshers hired through campus & off. Capacity Planning and Recruitment o Preparing and monitoring recruitment plan o Ensuring acquisition of the best talent through a process of recruitment tests and interviews. E-Sat (ESS). o Documentation of policies & processes necessary for smooth implementation of policies. Generating feedback from the trainees with regard to the benefits drawn from the training. o Improve communication of policies and benefits through Benefits campaigns. Yoga Classes. Conduct exit interviews. Regular review of policies & process improvements. o Defining various roles within the organization as well as skill required at each level. Manage o Exercise. and their Reference Check. Monthly Events.campus . Actively participated in Implementation of Quality System for successful certification of ISO: 9001:2000. Defining the organization structure and career progression path. o Organising Induction trainings for new hires. Complianc e o Shops Establishment o PF Compliance o Payroll o Contractual staff Mediclaim o Insurance and . Compensation Management o To gather and update information about the compensation/salary. suggestion schemes. Policy clarification for the HR and Resourcing team. employee welfare and incentive schemes with respect to competitor’s vis-à-vis market intelligence. Timely response to queries on policies sessions and benefits . Celebrations. (Job and Role Descriptions). o Employee Engagement activities like Open House. analysis and finalize F&F settlement. Employee Events. Grievance Handling etc o Manage exit formalities.
o Assisted in Six Monthly & Annual Performance Feedback. Prepare and submit periodic. Job portals. Verification. o Organizing training programmes for Officers & Staff. LTA. : Deus Technology. NOC for Passport. Training/VisitsProposals to MD for approval for various other Abroad.ERP Implementation necessary actions for implementation of HRIS (ERP-Orion) o Undertake module. Issuance of Various Certificates i. finance and support producer-owned and controlled organizations. Fundamental to NDDB's efforts are cooperativeand the Anand Pattern of Cooperation. o Responsible for recruitments at all levels and spheres (National/Overseas) & Follow up. Operation s o Responsible for personnel functions like joining. Other participative Forums. screening.PERFORMANCE SATISFACTION APPRAISALS AND EVALUATION OF EMPLOYEE August 2004 to August 2005 : National Dairy Development Board (NDDB). o Implementing formal system of Internal Communication. Head hunting.Interaction meeting with Unions. Separation. o Design. o Maintaining targets & quality. o Provide accurate. generates and distributes a variety of reports and statistical summaries. Generating feedback from the trainees with regard to the benefits drawn from the training. Delhi Executive HR (Nov 2002 to July Senior 2004) (Oct 1999 to Nov 2002) Oct 1999 to July 2004 Recruite r Job Responsibilities Recruitment & Selection o Organizing the entire recruitment process. Residence Proof. o Welfare activities for employees and their family o members. Referrals. o Employee grievance handling. Consultants. Initiation appraisal forms and follow-up for o Process timely receipt of the same. Service Certificates etc. o Periodic Voluntary Medical Check-up (PVMC). Full & Final Settlement. Ltd. with All Department Heads regarding HR related Liaisoning matters. Anand (Gujarat ) Deputy ManagerHR Company Profile The NDDB is a Public Financial Institute and was created to promote. Identification of training needs. o Continually monitor HR/Client information needs and design new/modify existing system to meet changing requirements. of activity reports and o Generation analysis. o Sourcing–Advertising. Formulation of Organization Structure. o Devising etc. cold calling. purposes. NOC for Visa. support/inputs in context of problems arising during o Provide implementation. Internet researching Getting References etc. Compensation. Job Responsibilities Human Resource Information System (HRIS). Scheduling & Coordinating for further o Initial Interviews. recurring activity & status reports to superiors Training & Development an Induction Intersoft Data Labs Pvt. etc. It houses more than 1500 principles employees. Reference o Offer Negotiations Checking. timely responses to information requests from operating groups. Permission for Higher Studies. .e. Support Group and others as appropriate. Performance Management the Appraisals of the employees.
Payroll Management o Responsible for preparing Salary statement every month with all necessary deduction and timely o disbursement . etc. o Introduced Suggestion Box and Movement Register in the organization. Bonus. o Performance evaluation and compilation and finalization of rewards. 2006 Management NDDB 1 Day Jan Stress 2005 Training On ESI. Relieving Letter. o Drafting of Increment and Salary Certificate Letter. and Experience Letter. Exit Interviews. Delhi Chapter. o Student Member of Indian Society for Training & Development (ISTD). o Issue etc. compliance. 1964/20 17th Jan.and regularly updating the HR o Design manual. Maintaining Discipline Maintenance of harmonious of Relation.PERFORMANCE SATISFACTION o APPRAISALS AND EVALUATION OF EMPLOYEE Induction. 1 Day Apr 12. ATC Infotech (P) Ltd 1 Month April-May 2000 Gratuit y Personnel Functions (OJT) Flex Industries Ltd 3 Months 1999 Grievance Handling (ST) 1998 Personal Details Date Of Birth Permanent Contact Addres s Phone Passport No Driving License No. Ltd. Library Management. PF. Training to Resource o Induction o o Executives. Statutory Performance Appraisal o To organize Appraisals as per the policy and to Ensure Appraisals are done and are in order. A ppointment Letters.r. o Providing salary statement and monthly report to accounts department on a monthly basis. Tulsi Vihar. 0751Y223876 A853938 0 HTC Ltd 2 Months . Operation s o Attendance & Leave Management. Half Day May 28. o Organizing employees get-togethers and parties to celebrate the special occasions. o Issue promotion / increment letter as applicable. etc. Chapter. Oppo site BSNL Building. Employees Communication.Offer Letters. Professional Details Memberships o Individual Life Member of National HRD Network (NHRDN). Hotel & Travel Arrangement. Organisation Training Details Delhi Training/Membership Organisation Duration Date Training on Metrics Intersoft Data Labs Pvt. City Centre. 2007 Introduction to CMMi Intersoft Data Labs Pvt. Confirm / Extension / Termination. 2007 Business Communication FIS (Second Foundation) 2 Days May 12-13. Warning Letters. General administration activities-Telephone/Fax.P)474011. Probation reports. Ensure compliances w. PF.t. Confirmations. Full & Final preparation. Ltd. Gratuity. Employees Database Management etc. Gwalior (M. Trainings. 1977 ‘Bhardwaj Sadan’. Verify credentials if required through verification process. Shops & Establishment Act.
PERFORMANCE SATISFACTION APPRAISALS AND EVALUATION OF EMPLOYEE 1.from a simple PC to sophisticated network of computers. But it is equally important to understand and appreciate the flip side of such sophisticated IT packages like ERP. finance. cannot substitute common sense or human ingenuity. Right from the receipt of an inventory. ERP which is one of the latest developments in software for business enterprise wide Resources Planning (ERP) System is an integrated business management system which covers some important aspects of business such as logistics. planning. materials and warehouse management. One of the toughest things to overcome is the attitude of the people for adapting to a change. production. accounts. Thus an ERP system package claims to aid a business to manage it activates dynamic and integrated manner. First of all the people ho handle such a package must be qualified and must posses relevant work experience in the functional module. Thus ushering in a new "IT culture" remains one of the greatest challenges for any management interested in adapting IT as a tool in as many functions of the organization as possible. Applications of computers in various function is common these days. An organization. Example of IT application. from mere data storage to more advanced software packages like ERP which can do many things in an organization but fortunately. There should be enough number of terminals for concerned people to key in data or run a query. There is hardly any organization which has not installed at least one ubiquitous computer. which wishes to work with ERP. There is a wide choice for computer users . capacity and labor resources. human resources. an ERP system tracks materials. It is well to remember that IT is one more tool in hands of a management to get things better and faster. which a person wants to get trained. must have already had experience with proper working IT infrastructure.1 Background of the Study Information technology (IT) revolutionized many aspects of a business. .
develop alternate vendor or import. Thus the IT most understands their role vis-à-vis decision-making.If for example. 2. Also. a vendor is supplying poor quality supplies consistently. But now it is up to the management to initiate corrective measures.PERFORMANCE SATISFACTION APPRAISALS AND EVALUATION OF EMPLOYEE The vital role of IT is to support a management and not control it. Some IT experts urge an organization to implement a total IT system such as ERP-a classic case of all or bust. Just because a sophisticated IT package has been installed in an organization cannot guarantee success . an organization's urgent need may be to change existing technology to an upgraded one. the information system will tell the management of such a fact faster.visit vendor to assist him to come up to standard. On the other hand a few well-tried techniques do wonders for an organization. won't tell the management to do just that. In the enthusiasm to appear very modern and up-to date a management may go in for IT package when the ground reality within the organization is not conductive to such a drastic change.1 Statement of the Problem . Such a procedure may or may not guarantee success. A responsible management will put the IT in its place to serve the overall business interests. An ERP package obviously. For example. a few time -honored principles like "do it right at the first time" must be followed in an organization with or without a sophisticated IT tools. Some cautious management would like to implement information system module by module to gain experience.
the study was restricted to the software industry in Bangalore City. 4. 6. 5. To find out the different appraisal systems followed by software companies. 3. 2. .2 Need and Importance of the Study This study is conducted with respect to understanding the different appraisal systems conducted in the software industry and their effects thereafter in the same. To identify the criteria and measures adopted to evaluate employee performance. To analyze the shortcomings of the appraisal systems.3 Objectives of the Research 1. To find out who appraises the employees.PERFORMANCE SATISFACTION APPRAISALS AND EVALUATION OF EMPLOYEE The research intends to study the different approaches of appraisals adopted by software Companies. To find out the level of effectiveness of the 360 degree feedbacks. 2. It also analyses the most commonly occurring errors within performance appraisal methods and to understand the level of effectiveness of 360º appraisal in the industry 2. To analyze and study the benefits of the appraisal systems. Due to time and resource constraints.
However. and about 19% use MBO. The research dimension of the related literature and the relevant information begins from an explanatory perspective. International Dimensions of Management) Almost all software companies responding do have formal appraisal programs. 20% use essays. which is followed in companies to appraise performance: ( Phatak. About 97% of large organizations have them. Among the large organizations. Rating scales are by far the most widely used appraisal technique.PERFORMANCE SATISFACTION APPRAISALS AND EVALUATION OF EMPLOYEE 2. This analysis may reveal conclusions from past studies to realize the reliability of the secondary sources and their credibility. just over 23% use essays and about 17% use MBO.4 Review Of Literature Purpose The literature review section examines the importance of search studies. This in turn enables one to rely on a comprehensive review for the study. About 93% of smaller organizations (those with fewer than 500 employees) have such programs. those using ratings as the main appraisal technique typically also require narrative comments to justify rating and to describe employee strengths and weakness and document development plans. Analysis of previous study A survey about current practice. About 62% of small organization use rating scales. approaching towards specific studies which do related to the judge the limitations and informational gaps in data from the secondary sources. Those using essays as the main appraisal . 51% use rating scales. company data or industr y reports that serve as a foundation for the setup of study.
technique usually require an overall quantitative performance rating to facilitate employee comparisons for compensation decisions. The employee’s immediate supervisor makes Ninety two percent of appraisals. These appraisals are in turn reviewed by the appraiser’s supervisor in 74% of the responding organizations.Only about 7% of the organizations use self-appraisal in any part of the overall appraisal process.Virtually all employees (99%) are informed of the results of their appraisals. Overall about 77% are given a chance to respond with written comments on their appraisals. In 69% of companies, appraisals are done annually.
Methods of reviewing the literature
The review of literature does scrutinize the important research studies. The primary sources that provide relevant information are the best form to retrieve data from the research. The primary sources were encouraged with the help of distribution of questioners as well as conducting personal interviews. With this the data received enables the researcher to accurately arrive at the problem of the study and the consecutively solutions to the same. The secondary sources were also relied on for additional information. It includes company journal, newsletters, records, manuals etc.
Performance management lays an evaluative and developmental dimension to its makeup, and is crucial in both linking rewards to performance and providing a platform for the development of employees. Over concentration on the assessment of performance can work to the detriment of effort aimed at establishing the development needs of the individual in an open and honest way. The manager, as an appraiser, may encounter difficulties in reconciling the roles of 'judge' and 'mentor'. Managers need to develop the skills of coping with such tensions in their roles. In some organizations, this problem is solved by having different managers carrying out performance and development appraisals. Appraisal provides the context in which mangers can seek to ensure that there is acceptable congruency between the objectives of the individual and those of the organization.
Although one recognizes the part played by performance management in the determination of rewards, we believe that if treated as a way of providing feedback on progress and of jointly agreeing the next set of aims, the appraisal can have a positive effect on individual motivation.
2.5 Operational Definition of Concepts
Performance appraisal is the assessment of an individual's performance in an performance in a systematic way, the performance being measured against such factors as job knowledge, quality and quantity of output, initiative, leadership abilities, supervision, dependability, co-operation, judgment, versatility etc. assessment should not be confined to the past performance alone. Potentials of the employee for the future performance must also be assessed. Performance appraisal can be defined as "the systematic evaluation of the individual with respect to his or her performance on the job and his or her potential for development". A more comprehensive definition is, “Performance appraisal is a formal structured system of measuring and evaluating an employee's job and how the employee can perform effectively in future so that the employee, organization all be benefited."
Performance appraisal, to common understanding, is the formal and informal assessment of the performance of the employee at work. In an informal system we are aware that superior is continually making judgments about their subordinates' performance on a subjective basis. By contrast, superiors could resort to using formalized appraisal techniques when assessing the performance of subordinate, and these judgments arc considered to be more objective. In formalized systems the terms 'performance appraisal and 'performance management' are used. Both refer to a process where by mangers and their subordinates share understanding about what has to be accomplished, and the manager will naturally be concerned about how best bring about those accomplishments by adept management and development of people in short and long terms. Also, performance would be measured using
the techniques discussed in this chapter and it will be subsequently related to targets or plans. In this way the subordinate receives feedback on his or her progress.
A distinguished feature of performance management is its integrating strength in aligning various processes with corporate objectives: for example, the introduction of performancerelated payment system and mobilization for training and development resources to achieve corporate objectives.
In many organizations, the feedback on job performance is ambiguous or is given annually as a ritualistic exercise. Many subordinates therefore have trouble in gasping how their efforts are perceived by the organization. Almost every one who has worked at a job can remember times when they were unclear on how their performance was being judged. The annual performance appraisal system tends to serve only a little purpose: salary administration, training and succession planning. But this is not the sole objective of performance appraisal. These objectives will only dilute and weaken the clarity and validity of any appraisal system. Most organization ties the formal appraisal system directly to salary increase, which decrease their validity.
It is therefore very important for organizations to: (a) Link Salary and Status Realistically to the Performance Appraisals Most personnel departments have a ver y narrow outlook to appraisals. The general view is to receive the appraisal forms at a date (which usually is the deadline), issue instructions regarding increments and promotions, receive the data regarding the same and they issue letters to the concerned employee informing of their salary increase. The appraisal process gets polluted as the appraiser and appraise have at the back of their minds promotion and salary increase, rather than performance plans and participative reviews. This dilutes the objectives of appraisal to great extent. In fact, if organizations create, a culture of continuous feedback on the performance they would be making the appraisal system more relevant. Several organizations have already started delinking performance appraisal from salary increase.
(b) Making Objectives of Performance Appraisals Clear to All Employees If performance appraisal should not directly be linked to salary increase the question then arises, what should the objectives of performance appraisals be that could be realistically achieved? Some suggestions: To do joint goal setting, and link the goals to the organizational objectives To provide role clarity by defining Key Result areas for Accounting. To establish a level of performance in the current job and seek ways of improving it. To identify potential for development and to support the total process of planning To increase communication between the appraiser and the appraise. To identify factors that facilitate performance and other factors that hinder performance. To help the employees identify and recognize their own strengths and weaknesses. To make them assess their own competencies and how the same can be multiplied and improved. To generate data about the employee for various decisions like transfers, rewards, job-rotation, etc.
competencies and abilities. appraisal of people. but also monitors the process of growth and development. The best way to do it is to let them appraise their own performance. Organizations have to show vision for the future. The appraisal as a tool not only gives the individual and the organization the idea of where the individual stands in terms of his skills. strategies and objectives will give rise to individual objectives and performance standards. Any good appraisal system should focus on developmental appraisal. but the total frame work for the individuals development. (d) Let Employees Appraise Their Own Performance Subordinates need feedback more often on their performance. The immediate rewards and recognition do not lead to enduring performance and upgrading of competence and therefore are not real motivators. together with the inputs that are required to develop a high level of competence by individuals. improvement in job and level of competence and preparing employees for future jobs. Developmental appraisal mean that an or ganization needs to develop not just isolated performance appraisal tool/system. Vision. . Thus. lies to be linked to long-term development activity and carrier planning. which is a part of the total HRD system.PERFORMANCE SATISFACTION APPRAISALS AND EVALUATION OF EMPLOYEE (c) Focus on Developmental Appraisals Managers should develop part ownership in the employee's future.
identify the areas of improvement and work towards it. communication. (f) Muscle Builds the Organization In today's competitive world. After self-appraisal. The quality of ratings is likely to improve if there is shared understanding between the appraiser and the appraise. raising performance goals is essential. Open appraisal does nut mean that the appraisal ratings are shown by the subordinate. 3) Reduce ambiguity in performance and focus on change in job behavior. Both then come to an agreement in areas of convergence and draw a job improvement plan. training. they analyze their job duties and how key issues in a job they handle. This entails analyzing the company's current situation. the subordinate discusses the ratings with his/her direct report or superior to get a feed back on performance.PERFORMANCE SATISFACTION APPRAISALS AND EVALUATION OF EMPLOYEE Self-appraisal would 1) Motivate the employee to take more responsibility for his/her own performance. Each individual may rate himself or herself. What it does mean that both the appraiser and the appraise share their views on performance with each other. establishing higher expectations. planning. and selling the top management on the upgrading process and developing an action plan. 2) Focus on the job behavior only. (e) Create a Climate for Open Appraisals in Organizations In most organizations. . the concept of open appraisal is misunderstood. projecting the future. and his/her signature is then obtained. One of the objectives of open communication between the appraiser and the appraise is to bring them together to solve organizational problems and performance related problems. delegation and decision-making. When subordinates undertake self-appraisal. Self-appraisal may focus on cost control.
In commitment-based approach. team accountability is as important as individual accountability for performance. Managers have to stop being my topic to performance appraisals. One cannot muscle build the organization. As conditions change. No personnel professional in the 90's will be able to afford the luxury of myopia. unless marginal performers are replaced. the workplace.PERFORMANCE SATISFACTION APPRAISALS AND EVALUATION OF EMPLOYEE Muscle builds the organization by 1) Enhancing your own performance 2) Accelerating the professional growth of the best performers 3) Not tolerating managerial performers. We must help our organization's triumphant progress through the 90s. jobs are designed to be broader than before. We have to see our way to the various changes in environment that are taking place and those changes that will revolutionize our organization culture in the out coming years. METHODS APPRAISAL OR TECHNIQUES OF Broadly all the approaches to appraisal can be classified into: a) Past Oriented Methods and b) Future – Oriented Method . The performance expectations are high and emphasize continuous important in the workplace. by recognizing and rewarding performance. (g) Build Commitment in the Workplace Change is an inevitable part of manager's job. individual responsibilities are also expected to change. 4) Developing multiple skills and competencies by worshiping success and potential.
After ticking off against each item. All that the rater should do is to tick the ‘Yes’ column if the statement is positive and in column ‘No’ if the answer is negative. output.PERFORMANCE SATISFACTION APPRAISALS AND EVALUATION OF EMPLOYEE a) Past Oriented Methods Rating Scales This is the simplest and most popular technique for appraising employee performance.. He only has a few statements that he will have to select that suit the appraise. Checklist Under this method. there would be certain statements mentioned and the appraiser will only have to select the appropriate statement that suits the appraise. The rater checks the appropriate performance level on each criterion. attendance. Forced Choice Method Here. There will be points given to each of the individual statements. This is called as Forced Choice Method because here. The number of points scored may be linked to salary increases etc. Depending on the number of ‘Yes’ the total score is arrived at. each representing a job-related performance criterion such as dependability. while actual evaluation is done by the HR department. The list is then forwarded to the HR Department who will do the assessment. a checklist of statements on the traits of the employee and his or her job is prepared in two columns – viz. Each scale ranges from excellent to poor. the rater forwards the list to the HR department where the actual assessment of the employee takes place. co-operation. The HR department assigns certain points to each ‘Yes’ ticked. Forced Distribution Method One of the errors in rating is leniency – clustering a large number of employees around a high point on a rating scale. the appraiser has no freedom at all. In other words. initiative. a ‘Yes’ column and a ‘No’ column. The forced distribution method seeks to . and the like. the rater only does the reporting. When points are allotted to the checklist. attitude. The typical rating scale system consists of several numerical scales. the technique becomes a weighed checklist. and then computes the employee’s total numerical score.
Critical Incidents Method This method of employee assessment has generated a lot of interest these days. Giving job – related feedback to the rate is also easy. For example. average 40% below average 20% and unsatisfactory 10%. This approach focuses on certain critical behaviors of an employee that make all the differences between effective and non-effective performance of a job. the approach has descriptions in support of particular ratings of an employee. Such incidents are recorded by the superiors as and when they occur. b) Recording is a chore. The method operates under an assumption that the employee performance level conforms to a normal statistical distribution. One merit of this approach is that it seeks to eliminate the error of leniency. Generally. the use of forced distribution approach would be unrealistic as well as possibly destructive to the employee morale. It reduces bias on the part of the raters. The method however has significant limitations. the following distribution might be assumed to exist . In organizations that have done a good job of selecting and retaining only the good performers. Further. good 20%. This technique is however not acceptable by most of the rates and rates.excellent 10%. One of the advantages of this method is that the evaluation is based on actual job behavior. c) Overly close supervision may result.PERFORMANCE SATISFACTION APPRAISALS AND EVALUATION OF EMPLOYEE overcome the problem by compelling the rater to distribute the rates on all points on the rating scale. These include: a) Negative incidents tend to get noticed more than positive incidents. The major weakness of the forced distribution method lies in the assumption that employee performance levels always conform to a normal (or some other) distribution. Behaviorally Anchored Rating Scales (BARS) . it is assumed that employee performance levels conform to a bell – shaped curve. so supervisor could easily forget.
BARS were developed to provide results. Behaviorally anchored rating scales (BARS) have the following features: 1. All dimensions of performances to be evaluated are based on observable behaviors and are relevant to the job being evaluated since BARS are tailor made for the job. represent specific levels of performance. 2. Areas of performance to be evaluated are identified and defined by the people who will use the scales. sometimes called as Behavioral Expectation Scales are rating scales whose scale points are determined by statements of effective and ineffective behaviors. They are said to be behaviorally anchored in that the scales represent a range of descriptive statements of behavior on each scale best described and employee’s performance. .PERFORMANCE SATISFACTION APPRAISALS AND EVALUATION OF EMPLOYEE Behaviorally anchored rating scales. this method too suffers from distortions inherent in most rating techniques. 3. The result is a set of rating scales in which both dimensions and anchors are precisely defined. supervisors agree. 4. The scales are anchored by descriptions of actual job behavior that. Superiors would feel comfortable to give feedback to the rates. which subordinates could use to improve performance. Since the raters who will actually use the scales are actively involved in the development process. Unfortunately. Further BARS help to overcome rating errors. they are more likely to be committed to the final product.
it is most frequently used in combination with others. The jobs that the employee is now qualified or capable to perform 4.PERFORMANCE SATISFACTION APPRAISALS AND EVALUATION OF EMPLOYEE Essay Method Here. 1. Although. they know fairly well what there is to do. what has been done and what remains to be done. It is extremely useful in filing information gaps about the employees that often occur in the better-structured checklist method. 2. this method might be used individually. Applications of MBO in the field of performance appraisals are a recent thinking. Cost Accounting Method This method evaluates performance from the monetary returns the employee yields to his or her organization. The strengths and weakness of the employee 5. The raters overall impression of the employee’s performance. Performance of the employee is then evaluated based on the established relationship between the cost and the benefit. The working of MBO can be described in four steps: The first step is to establish the goals each person is to attain. As subordinates perform. . The training and development assistance required by the employee. the rater must describe the employee within a number of broad categories such as. These goals can be used to evaluate employee performance. reflects a management philosophy which values and utilized employee contributions. Drunker. b) Future Oriented Method Management by Objectives (MBO) The concept of MBO conceived by Peter F. The second step involves setting the performance standard for the subordinates in a previously arranged time period. The promotability of the employee 3. A relationship is established between the cost included in keeping the employee and the benefit the organization derives from him or her.
The evaluation by the psychologist may be for a specific job opening for which the person is being considered. peers and self. Psychological Appraisals Large organizations employ full time industrial psychologists. motivational and other related characteristics that suggest individual potential and my predict future performance. The final step involves establishing new goals and possibly. This step helps determine possible training needs. the technique provides for greater self-development of the employees.PERFORMANCE SATISFACTION APPRAISALS AND EVALUATION OF EMPLOYEE The third step. The psychologist then writes an evaluation of the employee’s intellectual. new strategies for goals not previously attained. the actual level of goal attainment is compared with the goals agreed upon. discussions with superiors and a review of other evaluations. placement and development decisions may be made to shape the person’s career. emotional. they assess an individual’s future potential and not past performance. The appraisal normally consists of in-depth interviews. For an employees development multi-source feedback is very useful as it enables the employee to compare his or her perceptions of self with the perceptions of others. team members. From these evaluations. This provides a broader perspective about an employee’s performance. In addition. 360 Degree Appraisal This is a technique of appraisals wherein multiple rates are involved in evaluating performance. or it may be a global assessment for his or her future potential. The evaluator explores reasons for the goals that were not met and for the goals that were exceeded. It also alerts the superior to conditions in the organization that may affect a subordinate but over which the subordinate has no control. When psychologists are used for evaluations. derived from a number of stakeholders – the stakeholders being the immediate supervisors. psychological tests. . In fact. This is understood as a systematic collection of performance data on an individual or group. anyone who has any information on ‘how an employee does the job’ may be one of the appraisers. customers.
This enables the data collection and analysis to be completed swiftly.PERFORMANCE SATISFACTION APPRAISALS AND EVALUATION OF EMPLOYEE 360-DEGREE FEEDBACK DEFINED 360° feedback is a relatively new feature of performance management. The competence model may be developed within the organization or the competency headings may be provided by the supplier of the questionnaire. Data Processing Questionnaires are normally processed with the help of software developed within the organization or. management and approaches to work. which measure from different perspectives the behaviors of individuals against a list of competencies. Ratings Ratings are given by the generators of the feedback on a scale against each heading. . most commonly. 360° feedback is also referred to as multi-source assessment or multi-rater feedback. with the minimum of effort and in a way that facilitates graphical as well as numerical presentation. 360° feedback has been defined by Ward (1995) as: The systematic collection and feedback of 360-DEGREE FEEDBACK – METHODOLOGY 1. performance data on an individual or group derived from a number of stakeholders on their performance. as in the questionnaire. This may refer both to importance and performance. 3. provided by external suppliers. The dimensions may broadly refer to leadership. The Questionnaire 360° feedback processes usually obtain data from questionnaires. which asks those completing it to rate the importance of each item on a scale of 1 (not important) to 6 (essential) and performance on a scale of 1 (weak in this area) to 6 (outstanding). The data is usually fed back in the form of ratings against various performance dimensions. 2.
. Even if the data only goes to the individual. Action The action generated by the feedback will depend on the purposes of the process. Some organizations do not arrange for feedback to be anonymous. and there is much to be said for adopting this approach. the action may be left to individuals as part of their personal development plans. 5.e. Feedback The feedback is often anonymous and may be presented to the individual (most commonly) to the individual’s manager (less common) or to both the individual and the manager. development. but the planning process may be shared between individuals and their managers if they both have access to the information. i. appraisal or pay. Whether or not feedback is anonymous depends on the organization’s culture – the more open the culture.PERFORMANCE SATISFACTION APPRAISALS AND EVALUATION OF EMPLOYEE 4. If the purpose is primarily developmental. the more likely is the source of feedback to be revealed. it can be discussed in a performance review meeting so that joint plans can be made.
Provided a clearer picture to senior management of individual’s real worth (although there tended to be some ‘halo’ – effect syndromes). as measured through out employee opinion survey Focused agenda for development. Perception of feedback as more valid and objective. Encouraging more open feedback – new insights. But there may be problems. Forced line managers to discuss development issues. Reinforcing the desired competencies of the business. a department and the organization as a whole. A rounded view of an individuals / teams / the organization performance and what its strength and weakness are It has raised the self awareness of people managers of how they personally impact upon others – positively and negatively It is supporting a climate of continuous improvement It is starting to improve the climate / morale. These include: .PERFORMANCE SATISFACTION APPRAISALS AND EVALUATION OF EMPLOYEE 360-Degree Feedback – Advantages and Disadvantages Individuals get a broader perspective of how they are perceived by others than previously possible. Opens up feedback and gives people a more rounded view of performance than they had previously. Gaining acceptance of the principle of multiple stakeholders as a measure of performance. Clarified to employee’s critical performance aspects. Identifying key development areas for the individual. Increased awareness of and relevance of competencies Increased awareness by senior management that they too have development needs. Identify strengths that can be used to the best advantage of the business. leading to acceptance of results and actions required. More reliable feedback to senior managers about their performance.
. Comprehensive and well-delivered communication and training programs are followed. Questionnaire items fit or reflect typical and significant aspects of behavior. There is commitment everywhere else to the process based on briefing. It has the active support of top management who themselves take part in giving and receiving feedback and encourage everyone else to do the same. Over-reliance on technology Too much bureaucracy These can all be minimized if not avoided completely by careful design. communication. There is a real determination by all concerned to use feedback data as the basis for development. Items covered in the questionnaire can be related to actual events experienced by the individual. and an understanding of the benefits to individuals as well as the organization.PERFORMANCE SATISFACTION APPRAISALS AND EVALUATION OF EMPLOYEE People not giving frank honest feedback. 360-DEGREE FEEDBACK – CRITERIA FOR SUCCESS 360-Degree is most likely to be successful when. training. People being put under stress in receiving or giving feedback. training and follow-up. Lack of action following feedback.
Error of Central Tendency: This refers to the tendency of not using extreme scale scores on the judgment scale. This tends to influence the evaluation. 2. each method has its own strengths and weakness. The scores could be on the higher when there would be a bias on the side of the appraiser. 5. most of the rates are clustered in the middle. pay rise etc. This would give the appraise an undue advantage for the appraise during the times of promotions. Let us try to understand the most commonly occurring errors within performance appraisal methods. This usually arises when traits are unfamiliar. 5. it is tendency to allow the assessment on one trait to influence assessment on others. the scores given could tend to be higher then what the appraise deserves. he could tend to give absolutely low scores for the appraise.PERFORMANCE SATISFACTION APPRAISALS AND EVALUATION OF EMPLOYEE APPRAISAL ERRORS None of the methods for appraising performance is absolutely valid or reliable. Personal Bias: This error occurs when there exists a close relationship between the appraiser and the appraise. 4. 3. the same could happen vice versa too if an appraiser does not share a good relationship with the appraise. Error of Leniency: This is caused by the tendency of the lenient rater to put most of the rates on the higher side of the scale. while a tough rater places them on the lower side of the scale. 1. Therefore. Halo Effect: In other words. No Consultation . ill – defined and involved personal reactions. Error in Unreliability: This error occurs when there is the existence of inconsistency in the evaluations of a group of employees by two / more appraisers.
6. 2.PERFORMANCE SATISFACTION APPRAISALS AND EVALUATION OF EMPLOYEE There would tend to be an error in the scores if the appraiser just goes on giving scores without discussing with the appraise. Sampling Technique The sampling technique adopted for the study is non-probability Random sampling technique according to the convenience of the researcher. Status Effect: It refers to over rating of employed in higher level job or jobs held in high esteem. and under rating employees in lower level job at job held in low esteem.6 Research methodology Type of Research The research design comprise of the plan and structure of investigation conceived so as to arrive at the responses to the research queries. both descriptively and analytically. Spill over Effect This refers to allowing past performance appraisal ratings to unjustifiably influence current ratings. . If the appraise would not be given his say in the matter. 7. It there by addresses the aims and objectives of the study. A questionnaire was administered to HR managers / executives of different software companies to obtain data for the purpose of analysis. the score will not reflect the actual capability of the appraise.
In the test of hypothesis it begins with an assumption or hypothesis is called Null Hypothesis. Secondary data is collected from various records. manuals and other sources of the HR Department. Tools used for testing of hypothesis In attempting to arrive at a decision about the population on the basis of the sample information it is necessary to make assumptions or guesses about the population parameters involved such an assumption is called statistical hypothesis. Sample Description The sample mainly consists of data from the primary sources that are utilized for the purpose of this study. which may or may not be true or not is called test of hypothesis or test of significance. Secondary data like company journals. newsletters. Actual Collection of Data Both secondary and primary sources of data are utilized for the purpose of this study. This is done by means of administrating questioners to human resource managers / executives in different software companies in the city of Bangalore.PERFORMANCE SATISFACTION APPRAISALS AND EVALUATION OF EMPLOYEE Sample Size Data is collected using a sample of 30 software companies. Any hypothesis that contradicts the Ho (null hypothesis) is called an alternative hypothesis and is denoted by symbol H1. hypothesis is Test for proportion. Instrumentation Technique Questionnaire and structure disguised questions. The technique used to test the . Null hypothesis is usually denoted by the symbol. were also relied on for retrieving further information. records etc. Primary data is collected by means of administering a questionnaire to the Human Resource Managers / Executives in different software companies. The null hypothesis asserts that there are no significant differences between the statistics and the population parameters and whatever observes difference is there merely due to fluctuations in sampling from the sample population. Ho.
The large random sample of size n from the population. The null hypothesis is Ho : p = P. Ho is rejected . and the subsequent interpretation the researcher has adopted advanced version of MS-EXCEL 2000. Then the sample proportion is p = x/n. By this automated data analysis it has minimized the researcher’s time constraint and reduced human errors and also accurate outlay of information. Other Software used for the data analysis For the data analysis. let x units possess the attribute. the test statistics is | Z | = P = assumed level of effectiveness Q = 1-P p = level of effectiveness of sample n = sample size For the sample. we want to test whether the proportion is a given value P. This application software has facilitated the researcher to construct the frequency table.On the other hand. various kinds of graphs and to find out the average responses from the sample. And so.PERFORMANCE SATISFACTION APPRAISALS AND EVALUATION OF EMPLOYEE Test for Proportion Suppose the population of an attribute in a population is now known. if | Z | cal < Ho is accepted. PROFILE OF SOFTWARE INDUSTRY SOFTWARE INDUSTRY . The alternative hypothesis is H1: p P. Z = p-P PQ n Therefore. if | Z | cal > k.
1 Indian IT .2 per cent for the 2004-05 periods. with a share of 67. with this segment receiving a boost owing to market conditions. software and services.8 percent and 28.9 percent of total industry revenues) in 2004-05 and is expected to touch US$ 17.4 percent.PERFORMANCE SATISFACTION APPRAISALS AND EVALUATION OF EMPLOYEE 3. The industry continues to chart remarkable double-digit growth. The industry is forecast to grow more than fivefold over FY 1999-06. Overall pricing levels in IT services stabilized at US$ 55-60 per hour for onsite services and between US$ 18-24 per hour for offshore services.2 Industry Trends (2004-05) The earnings from IT-ITES exports was US$ 13. at a CAGR of 19. at a CAGR of 28 percent. While contribution of hardware exports would be around 3.2 billion (a growth of 30 percent over previous year).ITES Industry: The Indian IT-ITES industry is broadly categorized into IT services and software. Key drivers of growth include the growing adoption of IT outsourcing and the rapid expansion in the scale and breadth of ITES-BPO offerings by Indian vendors. respectively.7 percent.2 billion during 2004-05. ITES-BPO and Hardware segments. and ITES-BPO would continue to remain the key contributors to India’s IT-ITES export revenues. The domestic IT-ITES market witnessed a revival during 2004-05.3 billion (61. the situation is expected to change in the medium term. with industry aggregate revenue for 2005-06 expected to reach US$ 28 billion.9 billion (63. The segment is expected to touch revenues of around US$ 10.7 percent) in 2005-06. Hardware and IT services accounted for around . 3. o o Indian IT-ITES vendors successfully executed the offshore delivery model to achieve sustained growth in service exports and established India as the most preferred offshore destination for global sourcing of services. o During 2005-06. Indian IT-ITES vendors successfully executed the offshor e delivery model to achieve sustained growth in service exports and established India as the most preferred offshore destination for global sourcing of services. with revenues reaching US$ 8.
500 jobs. Government and telecom segments remained the key revenue drivers for the domestic IT-ITES market. Indian IT-ITES vendors focused on improving productivity and utilization and moved up the value chain. During 2004-05. Two more companies within the IT-ITES domain joined the billion-dollar club. and this is the city where most large software companies have set up shop and operate out of state-of-the-art facilities.The "Technopolis" of India A large part of India's success in the software sector is due to the crucial role played by the State of Karnataka in promoting and providing a boost to IT. While IT service companies included new service lines such as package software implementation. This is the reason why it is fast becoming the "Technopolis" of India.000 jobs and the ITES-BPO sector added about 73. corporate and business research. systems integration. Infosys.PERFORMANCE SATISFACTION APPRAISALS AND EVALUATION OF EMPLOYEE 90 percent of the domestic IT-ITES revenues during 2004-05 and this market share is not likely to change in 2004-05. especially software. Bangalore . A total of 203. The Government of Karnataka has also been extremely positive about the software and services marketplace and has helped . o The BFSI (Banking. the Indian IT software and services segment added 98. which now includes the HCL Group. TCS and Wipro. Karnataka has emerged as the computer capital and center of high-tech industries. Insurance). R&D engineering and remote network management to their portfolio of offerings. Financial services. The Indian IT-ITES players expanded their focus from the Fortune 500 companies to address the needs of Global 2000 corporations. ITES-BPO companies began more complex services such as financial research and analytics.5000 new jobs are likely to be created by the IT-ITES sector in the current fiscal. actuarial modeling. Bangalore has for long been known as India's answer to Silicon Valley.
Bangalore's strengths in the software market also lie in its pursuit of new opportunities. A recent study undertaken by The Boston Consulting Group for NASSCOM clearly stated that India could earn revenues of US$9 billion from e-business solutions by 2005. with comprehensive packages of incentives and concessions. Percentage . classified and tabulated for analysis. Analysis of data was done with the purpose of summarizing the collected data and organizing these in such a manner that they answer the research questions.PERFORMANCE SATISFACTION APPRAISALS AND EVALUATION OF EMPLOYEE create the relevant telecom and policy infrastructure conducive to the growth of this sector. In fact. . This is also why Bangalore has been playing host to international-class conferences. Various Approaches Of Performance Appraisal The data was processed after collection and analyzed for the purpose. two key segments that are expected to open up over the next few years for India are e-commerce and remote processing. The data was edited. Bangalore has just been ranked the fourth best "Global hub of technological innovation" by none other than the United Nations. almost 50 percent of the world's SEI CMM Level 5 companies. which hires over 200 PhDs/scientists every month! To top it all. and over 103 R&D Institutions. The dynamic industrial policy declared in 1996. workshops and exhibitions devoted to the software cause. It is. Various institutions and computer training centers have contributed to the large number of trained and talented professionals. Opportunities in e-commerce software solutions are emerging as a major area of growth in the Indian IT software and services industry. The City of Bangalore has positioned itself to help market the software industry.S. COPC/ISO recognized Customer Interaction Centers.-the Jack Welch Technology Center. The city has the highest number of engineering colleges in the world. in fact. has ensured a productive ground for various industries. The hardware and software industries have now brought about a revolution of sorts under these schemes. home to GE's biggest R&D Center outside the U.
. This is done by drawing inferences from analyzed data. After analysis. the phase of interpretation starts. with the help of SPSS package. a report was prepared on the basis of inferences.PERFORMANCE SATISFACTION APPRAISALS AND EVALUATION OF EMPLOYEE analysis was used for analysis of data and the results have been presented by way of pie charts. After interpretations. bar charts.
7 100.PERFORMANCE SATISFACTION APPRAISALS AND EVALUATION OF EMPLOYEE Table 4.of employees Above 1000 Upto 100 100 .3 83.0 100 – 1000 16 53.0 Source – Primary Data Interpretation: The above table indicates that 9 companies were selected who employed 100 and below employees.0 30.1Indicates the total number of employees in the organization Total no. Graph 4.1000 .1 Distribution of companies according to the total no of Employees Total no of employees Frequency Percent Cumulative Percent Upto 100 9 30. 16 companies employed between 100 and 1000 employees and only 5 companies were selected who employed above 1000 employees.0 Total 30 100.3 Above 1000 5 16.
3 70. 5 point scale (3.0 Total 30 100.3%).0 56.3 96.point Scale 5 Point Scale 36Feed Back MBO Manager.3 4.3 93.7 36. Supervisor.3 Frequency of Appraisal . 4 point scale (3.33%) and 10 point scale (3.7 Self appraisal 6 20. MBO (10%).0 MBO 3 10.2 Type of Appraisal System Frequency Percent Cumulative Percent Type of Appraisal System Manager.3 100.3 90.0 Source – Primary Data Interpretation The above table indicates that 36.0 80.point Scale 1 3. 3 point scale (3.7% of the companies are appraised by the managers/supervisors/appraiser assessment.7 open system 4 13. 20% of the companies emphasis on self assessment.Supervisor.Appraisers 11 36.A open system Self appraisal Table 4.67%).0 36Feed Back 2 6.33%).Point scale 3.2 Indicates the type of appraisal system adopted by the software companies Type of Appraisal System 10 Point scale 4.7 10 Point scale 1 3. in addition to this few companies follow Open System (13.7 5 Point Scale 1 3.3%). Graph 4. 360 feed back (6.Point scale 1 3.PERFORMANCE SATISFACTION APPRAISALS AND EVALUATION OF EMPLOYEE Table 4.0 3.3%).7 86.
Half yearly appraisal is carried out in 20% of the companies.0 Source – Primary Data Interpretation From the above table most of the companies follow the annual system of appraisal (46.3Indicates how often appraisals are carried out by the companies Frequency of Appraisal Other s Quarterl y Annuall y Half Yearly Table 4.0 40.0 Others 6 20.7%).4 Criteria used for evaluation Criteria Frequency Percent Cumulative Percent Performance 12 40.3% follow quarterly system of appraisal.33% of the companies followed half yearly + quarterly + annual system of appraisal.7%). Only 3.PERFORMANCE SATISFACTION APPRAISALS AND EVALUATION OF EMPLOYEE Period Frequency Percent Cumulative Percent Quarterly 14 46.0 . Graph 4.0 66.0 100.0 Total 30 100. 13.3 80.7 Half 6 20. Some companies follow the combination of half yearly and annual system (16.7 Yearly Annually 4 13.7 46.
0 83.0 Technical Competence 4 13.0 60.0 Both 15 50. 3.0 30.3 Quality of Output 1 3.0 Key Result Areas 1 3.3 Target Vs.33% by quality of output.3 96.3 93. 3.7 3 Point Scheme 1 3.3 Attendance 3 10. Achieveme Performance Attandence Technical Competence customer Focus Table 4.7 90.3 100.3 73. Achievement 2 6.0 Source – Primary Data Interpretation The above table indicates the criteria used in evaluating the employees.33% on attendance.33% by the target v/s achievement.67 by customer focus.4 Criteria used for evaluation 3 Point Scheme Quality of Output Key Result Areas Target Vs. 20% by the technical competence.5 Rating System used by S / W Companies Rating Frequency Percent Cumulative Percent system Scoring 9 30.PERFORMANCE SATISFACTION APPRAISALS AND EVALUATION OF EMPLOYEE customer Focus 6 20.33% by the 3 point scale. 13.0 50.0 Total 30 100. Graph 4. 13.0 Comments 6 20. 40% of the companies evaluate their employee with the performance.0 100.33% by the key result area and 3. 6.0 .
3 29.0 Total 24 80.6 Percentage if scoring is the Rating Scale Scoring Frequency Percent Cumulative Percent Alpha 7 23. 20% on comments and 50% of the companies use both scoring and comments as rating scale.0 30 100.7 87. Graph 4.5 Rating scale used in software companies Rating System Companies used by S/W Scorin g Both Comments Table 4.0 100.2 Numeric 14 46.0 Source – Primary Data Interpretation The above table indicates that 30% of the companies use scoring as the rating scale.0 .PERFORMANCE SATISFACTION APPRAISALS AND EVALUATION OF EMPLOYEE Total 30 100.5 Both 3 10.0 System 6 20.
6 if scoring is the rating scale Percentage if scoring is the Rating Scale Missing Alph a Both Numeri c Table 4. which follow scoring as rating scale use 23.33% employees did not receive feedback.PERFORMANCE SATISFACTION APPRAISALS AND EVALUATION OF EMPLOYEE Source – Primary Data Interpretation From the above table the companies.3% alpha.3 100.0 Source – Primary Data Interpretation The above table indicates that 86.7 Feedback to employees after Appraisal Feedback Frequency Percent Cumulative Percent Yes 26 86.7 No 4 13.7% numeric and 10% both alpha and numeric.67% of the employees appraised received feedback and 13. Graph 4. 46.0 Total 30 100.7 86. .
7 70.8 Percentage of Feedback given to Employees Feedback Frequency Percent Cumulative Percent Written 9 30.0 30.7 whether the person being appraised obtain feedback Feedback Appraisal No to employees after Yes Table 4.0 Summarized 3 10.0 Manger Assessed 3 10. Most companies follow a written feedback with 30.0 90.0 Self-Assessed 3 10.3 53.0 Total 30 100.0 80. self assessed . manager assessed 10%.0 Source – Primary Data Interpretation The above table indicates how feedback is given to the employees.0 100. oral being 10%.3 Detailed 5 16.PERFORMANCE SATISFACTION APPRAISALS AND EVALUATION OF EMPLOYEE Graph 4.00%.0 Oral 7 23.
8How feedback is given to the employees % of feedback given to Employees Manger Assessed Self-Assessed Written Summarized Detailed Oral Table 4.3 100. Graph 4.67% companies follow the sharing of feedback both positive and negative in the same meeting while 13. detailed 23. Almost all the companies that were sampled followed a combination of more than one type of feedback.0 Total 30 100.67%.PERFORMANCE SATISFACTION APPRAISALS AND EVALUATION OF EMPLOYEE 16. .0 Source – Primary Data Interpretation The above table indicates that 86.9 Percentage of Positive or Negative Feedback Feedback Frequency Percent Cumulative Percent Yes 26 86.7 No 4 13. adverse was communicated in writing and good performance is already known.7 86.33% said no.33% and summarized being 10%.9 whether the negative and positive feedback is shared with the appraise in the same meeting. Graph 4.
PERFORMANCE SATISFACTION APPRAISALS AND EVALUATION OF EMPLOYEE % of Positive & Negative feedback No Yes .
0 Source – Primary Data Interpretation The above table indicates that 70% of the companies follow self assessment of an employee while 30% did not follow.Assessment Frequency Percent Cumulative Percent Yes 21 70.10 Self-Assessment Self.0 70.0 Total 30 100.PERFORMANCE SATISFACTION APPRAISALS AND EVALUATION OF EMPLOYEE Table 4.10 whether the self-assessment of employee is followed in the company or not. Graph 4.0 100.0 No 9 30. Self-Assessment No Yes .
7 No 3 10.0 System 9 30. 85.11 If the company follows a self-assessment of an employee.Assessment Frequency Percent Cumulative Percent Yes 18 60. Source – Primary Data Interpretation The above table states the integration of the self-assessment of an employee in the existing appraisal system.0 Total 21 70.11 Percentage of Company following Self-Assessment Self.0 . is it integrated in the appraisal system followed? % of company following Self-Assessment Missing Yes No .0 85.29% said no.0 100.71% said yes and 14. Graph 4.0 30 100.PERFORMANCE SATISFACTION APPRAISALS AND EVALUATION OF EMPLOYEE Table 4.
Graph 4.67% did not agree.13 Compensation increased and Appraisers set targets .0 Total 30 100.12 Relation of performance appraisal in compensation increase Percentage of Compensation increase No Yes Table 4.PERFORMANCE SATISFACTION APPRAISALS AND EVALUATION OF EMPLOYEE Table 4.12 Percentage of Compensation increase Compensation Frequency Percent Cumulative Percent Yes 25 83.33% of the companies agreeing that appraisal are related to compensation increase and 16.3 No 5 16.3 83.7 100.0 Source – Primary Data Interpretation The above table indicates that 83.
1 .13 The sets target for an employee being appraised Appraiser's set targets.0 Total 30 100.PERFORMANCE SATISFACTION APPRAISALS AND EVALUATION OF EMPLOYEE Compensation Frequency Percent Cumulative Percent Yes 22 73.3 73.7 100.33% of the respondents agreeing to setting targets to employees being appraised while 26.14 Distribution of set target Distribution Frequency Percent Cumulative Percent 3 Months 2 6. Graph 4.67% said no.3 No 8 26.0 Source – Primary Data Interpretation The above table indicates that 73. No Yes Table 4.7 9.
7 No 7 23. Distribution of set target Missing 3 Months 3 .4 12 Months 14 46.7 76.0 Total 30 100.0 Total 22 73.2 6 Months 4 13.6 Months 2 6.14 If the appraiser sets targets.7 100. in other companies the targets are set for 6 months (20%).3 System 8 26.7 30 100.0 Source – Primary Data Interpretation From the above table. the appraiser sets targets for an employee being appraised for a period of 12 months (50%). half (15) of the companies.PERFORMANCE SATISFACTION APPRAISALS AND EVALUATION OF EMPLOYEE 3 .7 18. 3-6 (20%) and 3 months (10%).3 100.0 Source – Primary Data Interpretation .15 Usage of checklists in Appraisals Check List Frequency Percent Cumulative Percent Yes 23 76. Graph 4.6 Months 6 Months 12 Months Table 4. for what period the targets are set.3 36.
Graph 4. which gives the details.0 Source – Primary Data Interpretation .67% of the companies (23) have a checklist for carrying out appraisals while 23. One of the companies has an IT Tool as checklist.33% said no. Some companies have a performance appraisal handbook.3 No 11 36.7 100.16 Is Career Planning effective Career Planning Frequency Percent Cumulative Percent Yes 19 63.3 63.PERFORMANCE SATISFACTION APPRAISALS AND EVALUATION OF EMPLOYEE The above table indicates that 76.0 Total 30 100.15 Do the companies have a checklist for carrying out appraisal Usage of checklists in Appraisals No Yes Table 4.
Graph 4.PERFORMANCE SATISFACTION APPRAISALS AND EVALUATION OF EMPLOYEE The above table indicates that out of 30 companies 19 companies feel that career planning place an important role in Performance Appraisal (63.67% and 10% respectively and less than 20% declares it least effective.0 Above 50% 21 70. .0 13.e. almost above 50% opts it to be very effective.17 Effectiveness of 360 degree appraisal Parameters Frequency Percent Cumulative Percent Less than 20% 1 3.0 100. 3.50% 5 16. Is Career Planning effective No Yes Table 4.3 20% .33%) and rest of the 11 companies do not agree with this (36. i.16 Effectiveness of 360 degree appraisals.3 35% .36%). it is understood that when 360 score is implemented as a form of appraisal so as to realize its effectiveness in a firm.33%.0 Source – Primary Data Interpretation From the above table.35% 3 10.3 3.7 30.0 Total 30 100. with a score of 70% while 35-50% and 20%-35% votes its effectiveness up to a level of 16.
Effectiveness of 360 degree appraisal Less than 20% 20% .5) 4 (25) 3 (18. Tech. of employees Companies Distribution of Companies according to the total no of Employees Per. Output (100) Medium 3 (18. KRA’s Quality Focus Competence Vs.17 The level of effectiveness of 360 score when implemented as a form of appraisal. Cus.3% 1 (20) 1 3.7% 1 (20) 1 3.3% 3Point Scheme Total 9 (100) 16 (100) 5 (100) 30 100% Small 9 Total 12 40% 6 20% 4 13.50% Above 50% Table 4.3% 1 (20) 1 3. Of Acheiv.PERFORMANCE SATISFACTION APPRAISALS AND EVALUATION 0 OF EMPLOYEE Graph 4. Tar.3% 3 10% Note: Figures in brackets indicates percentage to total.35% 35% . Source – Primary Data . Atten.8) Large 6 (37.18 Distribution Of Companies according to the total no.8) 2 (40) 2 6.
19 Type of Appraisal System adopted and the frequency of Appraisal Appraisal Frequency Manager Supervisor Appraiser Self-Appraisal 3 Quarterly Half Yearly 11 (100) 3 (50) (50) 3 (75) Annually Others Total 11 (100) 6 (100) 4 (100) 3 2 (100) 1 (100) 11 (100) 2 (100) 1 (100) Open System MBO 360 Feedback 1 (75) 3 (100) 5Point Scale 3Point Scale . technical competence(25%) and attendance(18. And finally for a Large Company the criteria include target Vs. achievement(40%).8%).8%).PERFORMANCE SATISFACTION APPRAISALS AND EVALUATION OF EMPLOYEE Interpretation From the above table it can be inferred that the criteria used to evaluate an employee for a Small Company is performance (100%) but for a Medium Company it is performance(18.5%).Key Result Areas(20%). quality of output(20%) and 3Point scheme(20%) Table 4.customer focus(37.
Source – Primary Data Interpretation This table indicates that the Organization carries out appraisals for QuarterlyManagers/Supervisors/Appraisers.7) 6 (20) 4 (13. Open system which is carried out half-yearly and annually. 4Point Scale follow other Appraisal System Table 4.PERFORMANCE SATISFACTION APPRAISALS AND EVALUATION OF EMPLOYEE 4point Scale (100) (100) 1 (100) 1 (100) 30 (100) Total 14 (46.3) 5 (16. 5Point Scale.20 Adoption of Performance Appraisal and percentage of Feedback given to employees.8) 1 (6. Where as 360Degree feedback. Source – Primary Data Interpretation . Feedback Companies Written Oral Detailed Summarized SelfAssessed 9 Small (100) (100) Medium 7 (43.3) 2 (40) 3 (10) 16 (100) 5 (100) 30 (100 Manager assessed Total 9 3 (60) 3 (10) 9 Total (30) 7 (23. Self-Appraisal.3) 3 (18.8) Large 5 (31.Quarterly as well as Half-yearly(50%).3) 5 (16.7) Note: Figures in brackets indicates percentage to total.7) 3 (10) Note: Figures in brackets indicates percentage to total. 3Point Scale.
Medium and Large Companies.PERFORMANCE SATISFACTION APPRAISALS AND EVALUATION OF EMPLOYEE This table indicates how feedback is obtained from the employee. Self-Assessed(10%). . Manager Assessed(10%) which holds good for Small.. Summarized(10%). ie. Written(30%).7%).3%). Oral(23. Detailed(16.
3) Total 1 (3.PERFORMANCE SATISFACTION APPRAISALS AND EVALUATION OF EMPLOYEE Table 4.67) 5 (16.21 Performance Appraisal System and the effectiveness of 360Degree feedback Effectiveness of 360Degree Appraisal Less Than 20%-35% 35%-50% Above 50% 20% 1 3 5 21 (3. Source – Primary Data Interpretation This table shows how effective and feasible the 360Degree Appraisal format applies to the Companies broken up into segments of : less than 20%.3) (10) 3 (10) (16. 35%-50%. in between 20%-35%. Above 50% .7) (70) 21 (70) Total Appraisal 30 (100) 30 (100) Note: Figures in brackets indicates percentage to total.
5 v 0.33% 1 20%-35% 10% 3 35%-50% 16.67% 5 50% and Above 70% 21 TOTAL 100% 30 No. 0.191 Calculated Value |Z| cal: 2.50 is more than or equal Z= 30 0.05 Z= p-P v PQ n p= X /N = 21 / 30 0 appraisals X= number of respondents saying the effectiveness of 360 to 50% n = total number of respondents ie. of Company Source: Primary Data Ho: The Level of effectiveness of 360 0 appraisals is less than 50% H1: The level of effectiveness of 360 0 appraisals is more than or equal to 50% Level of Significance.7 – 0.0 ..5 * 0.22 The level of effectiveness of 360 0 appraisals Effectiveness Percentage Of Company Less than 20% 3. 30 P = assumed level of effectiveness i.PERFORMANCE SATISFACTION APPRAISALS AND EVALUATION OF EMPLOYEE Table 4.e. 0.50 = 0.5 Z = 2.191 .50 Q = 1-P Q = 1 .
PERFORMANCE SATISFACTION APPRAISALS AND EVALUATION OF EMPLOYEE Table Value |Z| tab: 1. 0 appraisal . the researcher has to reject Null hypothesis at 5% level of significance and the researcher can conclude that the level of effectiveness of 360 is more than or equal to 50% (H1).645 Inference Since the |Z| cal > Z tab.
contribution coding standard. common working capital. Most of the companies followed a combination of self-appraisal and manager assessment. interpersonal skills. There is an opportunity for free and regular feedback because of the open and transparent system. communication. teamwork. performance. There is benefit of the objective setting for next six months. Appraisal on performance as well as values makes it a positive area where it makes it punctual and efficient. achievement vs. career planning and development. attitude. All variables are easily quantified into a meaningful exercise and objective with work behavior. The positive areas/benefits of the appraisal system followed in software companies are inputs for training and development. objectives. conflict management.1FINDINGS The following findings have been derived from the study conducted. work knowledge. The criteria / measures to evaluate an employee in most of the companies are technical competence. The most common appraiser is the manager/supervisor/appraiser. The self-appraisal of an employee is emphasized. The manager appraisal and self-appraisals help in comprehensive results. . leadership skills. A clear distinction between performers and non-performers is possible. value system. key result areas set at the beginning of a specific period forming the result-oriented areas. helping qualitative contribution in building culture.PERFORMANCE SATISFACTION APPRAISALS AND EVALUATION OF EMPLOYEE 5. and dependability forming the behavior-oriented areas in most of the companies. due to the appraisals there is scope for the growth of the employee and organization. The rating system used in most of the companies is both scoring and comments with numeric-type widely used and a few companies use both alpha and numeric type of scoring.
It is related to the increment and project allowance. A checklist for carrying out appraisal is followed in many companies. Compensation increase is related to performance and depends on the performance code/rating given. 360° f eedback is followed in a lesser percentage of companies. Most companies’ have not implemented the system as it consumes more time. The appraiser sets targets for the employee being appraised for a period of six months. Manager gives the feedback in most cases while peer and mixed is used in few cases.PERFORMANCE SATISFACTION APPRAISALS AND EVALUATION OF EMPLOYEE Majority of the companies obtain feedback on the person being appraised. Almost all companies follow a self-assessment of an employer. input form customer. manager assessed and self-assessed in most cases while summarized in few cases. The appraisal system is manual with a few companies following automated and few both. six months. appraisal at the end of the project. In majority of the companies. . the manager assessment in a few companies the sources are protected. into the appraisal system followed. six months reviews. weekly reports. slab-not time based is prevalent in a few companies. Evaluation and feedback is more comprehensive and complete. the appraisal by the manager and self-sources are protected. project completion time. by revenues and assignments. 12 months and three months being lease. Both positive and negative feedbacks are shared in the same meeting with appraise. Targets are tracked by constant monitoring. and current estimated potential. If the appraise scores beyond the cut-off score based on the grades. Career planning is followed in most companies for two to three months. The benefits of 360° feedback are that it gives an all round perspective r estricting the inconsistency factors that exists in traditional appraisal system. It removes a lot off friction down the line improving boss-subordinate relation. Reverse appraisal. There is a combination of the type of feedback given to the employers. Feedback is given in the written form. which is integrated. The limitations because of 360° feedback is not directly appreciated and not well taken in application-oriented areas. a raise is given.
None of the companies followed one single system . it is considered to be important for the development of the industry. One of the companies followed personal interaction evaluation personal business commitment program. certain suggestions could be arrived at with the help of available and relevant data. 5. Hence. From the appraisal systems. reduce subjectivity judgment factor.2 RECOMMENDATIONS During the study. It should provide for two-way feedback. distribution of the questionnaire and conducting of personal interviews did help to arrive at the standards of appraisal system adopted by the software industry in the city of Bangalore. the 360 0 are the most preferred by a majority of them. with the 5-point scale being widely used. 5. The point-based system of appraisal is also very popular among the software companies. This in turn could enable one to understand the growth and development of a company and that of its employees. some of the companies followed the 360-feedback process. From the research.PERFORMANCE SATISFACTION APPRAISALS AND EVALUATION OF EMPLOYEE The 3600 feedback is an appropriate system to use as it helps the appraise to know the areas to be focused for development. The common type of appraisal system is the open system and the management by objectives.3 CONCLUSION The major implications are to know the different appraisal systems adopted in the software industry and its level of effectiveness when implemented in the various organizations. An appropriate system should be an open system. Most of the software companies are in the verge of implementing 360 0 feedback processes in the near future. system that link reward / recognition and pay for performance. Appraisal systems are a very effective means to realize the growth of a company and its employees.
The rating by peer and subordina tes is not followed which is shortcoming.PERFORMANCE SATISFACTION APPRAISALS AND EVALUATION OF EMPLOYEE of appraisal. Over a period of time. Implementation may not be as planned because of time cons traints and span of reports. . Performance appraisal is followed in most of the companies annually and half yearly while a less percentage follows the quarterly system. No appraisal system is free from limitations as it is very subjective. A combination of half-yearly and annual system is followed. Absence of project end reviews poses as a limitation. appraisal becomes a ritual because of a lot of distrust and employees being scared of the process.
US Publication. Himalaya Publication. 1996. 360Degree Feedback: The powerful new model for Employee Assessment and Performance management. TATA McGraw Hill. 1996.N. 1997. 1996.PERFORMANCE SATISFACTION APPRAISALS AND EVALUATION OF EMPLOYEE Ashwathappa K. Rudrebasavaraj M. 1997. Martin Fischer. Performance Appraisal . Monappa Arun and Mizra S. Personnel Management. TATA McGraw Hill. Dynamic Personnel Administration management of Human Resourse. QUESTIONNAIRE . Saiyadin.R. Krishna Swami O. Methodology of Research in Social Science. 1997. Human Resource and Personnel Management. R. Edwards.Himalaya Publishing House. Sunday Times Business Skills.Mark.
If yes. the responses will be kept confidential and only be used in an aggregate manner . This project is in partial fulfillment of my MBA program. Your participation ill be greatly appreciated in this research effort. How often are appraisals carried out in your organization? Quarterly Half Yearly Annually Others (Please Specify) 4. Achievement Key Result Areas Quality of Output 3 Point Scale . what is the system of appraisal adopted by your company? 3. What are the criteria used in your company to evaluate an employee? Performance Customer Focus Technical Competence Attendance Target Vs. Do you appraise an employee by an appraisal system? Yes No 2. Name of the Organization: Designation: Total No.PERFORMANCE SATISFACTION APPRAISALS AND EVALUATION OF EMPLOYEE I am a final year MBA student of Kristu Jayanti College Bangalore. Of employees in the Organization 1. conducting a research on Appraisal Systems .
PERFORMANCE SATISFACTION APPRAISALS AND EVALUATION OF EMPLOYEE 5. is it integrated into the appraisal system you follow? Yes No 10. What is the rating system used in your company? Scoring Comments Both If scoring is it Alpha Numeric Both 6. for what period? 3 Months 3-6 Months 6 Months 12 Months 12. Is compensation increase related to an appraisal in any way? Yes No 11. Do you follow a self-assessment of an employee? s No a) If yes. Do you obtain feedback on the person being appraised? Yes No 7. Do you have a checklist for carrying out appraisals? Yes No . Do you share both positive and negative feedback with appraise in the same meeting? Yes No 9. How is feedback given to the employees? Written Oral Detailed Summarized Self-Assessed Manager Assessed 8. Does the appraiser set targets for an employee being appraised? Yes No If yes.
PERFORMANCE SATISFACTION APPRAISALS AND EVALUATION OF EMPLOYEE 13.35% 35% .50% above 50% . Do you follow career planning? Yes No 14. What would be the level of effectiveness of 360 score when implemented as a form of appraisal? Less than 20% 20% .
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